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EPMG 681: Project Management Governance Report a Broken Link

The course will prepare managers to understand projects as part of the strategic management of organizations. We begin by exploring why projects fail and then go on to discuss the key attributes of effective project governance at the strategic management levels of organizations. By generating discussion between project managers and middle and executive managers about how to set up projects and project management for success, we will develop critical insights into the organizational supports necessary to successfully manage projects in today’s organizations.

Required Readings

Week 1

Reading 1: Müller, R., & Jugdev, K. (2012). Critical success factors in projects: Pinto, Slevin, and Prescott – the elucidation of project success, International Journal of Managing Projects in Business, 5(4), 757–775.
Reading 2: Serrador, P., & Turner, R. (2015). The relationship between project success and project efficiency. Project Management Journal, 46(1), 30–39.
Reading 3: Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278–290.
Reading 4: Padalkar, M., & Gopinath, S. (2016). Six decades of project management research: Thematic trends and future opportunities. International Journal of Project Management, 34(7), 1305–1321.
Reading 5: Chandler, D. E., & Thomas, J. (2015). Does executive sponsorship matter for realizing project management value? Project Management Journal, 46(5), 46–61.

Week 2

Reading 6: Müller, R., Zhai, L., & Wang, A. (2017). Governance and governmentality in projects: Profiles and relationships with success. International Journal of Project Management, 35(3), 378–392.
Reading 7: Packendorff, J., Crevani, L., & Lindgren, M. (2014). Project leadership in becoming: A process study of an organizational change project. Project Management Journal, 45(3), 5–20.

Week 3

Reading 8: Kaiser, M. G., Arbi, F. E., & Ahlemann, F. (2015). Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment. International Journal of Project Management, 33(1), 126–139.
Reading 9: Kopmann, J., Kopp, A., Killen, C. P., & Gemünden, H. G. (2017). The role of project portfolio management in fostering both deliberate and emergent strategy. International Journal of Project Management, 35(4), 557–570.
Reading 10: Tsaturyan, T., & Müller, R. (2015). Integration and governance of multiple project management offices (PMOs) at large organizations. International Journal of Project Management, 33(5), 1098–1110.

Week 4

Reading 11: Mengel, T., Cowan-Sahadath, K., & Follert, F. (2009). The value of project management to organizations in Canada and Germany, or do values add value? Five case studies. Project Management Journal, 40(1), 28–41.
Reading 12: Mosavi, A. (2014). Exploring the roles of portfolio steering committees in project portfolio governance. International Journal of Project Management, 32(3), 388–399.
Reading 13: Pemsel, S., Müller, R., & Söderlund, J. (2016). Knowledge governance strategies in project-based organizations. Long Range Planning, 49, 648–660.
Reading 14: Mengel, T. (2012). Value or vise? – Project management implementation at a Canadian research institute. Journal of Global Business Administration, 4(1), 69–84.

Week 5

Reading 15: Brunet, M., & Aubry, M. (2016). The three dimensions of a governance framework for major public projects. International Journal of Project Management, 34(8), 1596–1607.
Reading 16: Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework. International Journal of Project Management, 34(4), 761–778.
Reading 17: Zwikael, O., & Smyrk, J. (2015). Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33(4), 852–862.
Case Study: Schulze, U. (2014). IT project governance at Worthington Health-Care System. Journal of Information Technology Teaching Cases, 4, 1–10.

Week 6

Reading 18: Cooper, R. G. (2014). What’s next? After Stage-Gate. Research-Technology Management, 157(1), 20-31.
Reading 19: Cooper, R. G., & Sommer, A. F. (2016). From Experience. The agile–Stage-Gate hybrid model: A promising new approach and a new research opportunity. Journal of Production Innovation Management, 33(5), 513–526.
Reading 20: Locatelli, G., Mancini, M., & Romano, E. (2014). Systems engineering to improve the governance in complex project environments. International Journal of Project Management. 32(8), 1395–1410.
Reading 21: Batselier, J., & Vanhoucke, M. (2015). Evaluation of deterministic state-of-the-art forecasting approaches for project duration based on earned value management. International Journal of Project Management, 33(7), 1588–1596.
Reading 22: Batselier, J., & Vanhoucke, M. (2017). Improving project forecast accuracy by integrating earned value management with exponential smoothing and reference class forecasting. International Journal of Project Management, 35(1), 28–43.

Week 7

Reading 23: Pinto, J. K. (2014). Project management, governance, and the normalization of deviance. International Journal of Project Management, 32(3), 376–387.
Reading 24: Petro, Y., & Gardiner, P. (2015). An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations. International Journal of Project Management, 33(8), 1717–1729.
Reading 25: Patanakul, P. (2015). Key attributes of effectiveness in managing project portfolio. International Journal of Project Management, 33(5), 1084–1097.
Reading 26: Guo, F., Chang-Richards, Y., Wilkinson, S., & Li, T. C. (2014). Effects of project governance structures on the management of risks in major infrastructure projects: A comparative analysis. International Journal of Project Management, 32(5), 815–826.
Reading 27: Mengel, T. (2014). Project management ethics: Responsibility, values, and ethics in: P. C. Dinsmore, & J. Cabanis-Brewin (Eds). Project environments. The AMA handbook of project management (4th ed., pp. 223–232). AMACOM.

Week 8

Reading 28: Kutsch, E., Ward, J., Hall, M., & Algar, J. (2015). The contribution of the project management office: A balanced scorecard perspective. Information Systems Management, 32, 105–118.
Reading 29: Rank, J., Unger, B. N., & Gemünden, H. G. (2015). Preparedness for the future in project portfolio management: The roles of proactiveness, riskiness and willingness to cannibalize. International Journal of Project Management, 33(8), 1730–1743.
Reading 30: Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), 806–818.
Reading 31: Toivonen, A., & Toivonen, P. U. (2014). The transformative effect of top management governance choices on project team identity and relationship with the organization—An agency and stewardship approach. International Journal of Project Management, 32(8), 1358–1370.
Reading 32: Ekrot, B., Knock, A., & Gemünden, H. G. (2016). Retaining project management competence — Antecedents and consequences. International Journal of Project Management, 34(2), 145–157.